scholarly journals The importance of external knowledge sources in creating competitive advantage of construction companies

2017 ◽  
Vol 2017 (38) ◽  
pp. 125-138
Author(s):  
Marcin soniewicki ◽  
Keyword(s):  
Competitive Advantage ◽  
Knowledge Sources ◽  
External Knowledge ◽  
Construction Companies

In or Out

2011 ◽  
Vol 23 (2) ◽  
pp. 37-56 ◽  
Author(s):  
Yinglei Wang ◽  
Darren Meister ◽  
Peter H. Gray
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Knowledge Integration ◽  
Switching Behavior ◽  
Knowledge Sources ◽  
External Knowledge ◽  
Work Settings ◽  
International Consulting ◽  
Contemporary Work ◽  
Consumer Switching

The way individuals use internal and external knowledge sources influences organizational knowledge integration, an important source of competitive advantage. Drawing on research into knowledge sourcing and consumer switching behavior, the authors develop an integrated model to understand individuals’ choices between internal and external knowledge sources in contemporary work settings, where information technology has made both easily accessible. A test of the model using survey data collected from an international consulting firm yields an important new insight: satisfied individuals in knowledge reuse friendly environments are likely to use internal knowledge sources while they may also be tempted by easily accessible external knowledge sources. The implications for researchers and practitioners are also discussed.

Knowledge creation in small building and construction firms

2013 ◽  
Vol 1 (1) ◽  
pp. 125-142 ◽  
Author(s):  
Susanne Durst ◽  
Ingi Runar Edvardsson ◽  
Guido Bruns
Keyword(s):  
Construction Industry ◽  
Knowledge Creation ◽  
Vital Role ◽  
Knowledge Sources ◽  
Structured Interviews ◽  
Construction Firms ◽  
External Knowledge ◽  
Body Of Knowledge ◽  
Small Building

Studies on knowledge creation are limited in general, and there is a particular shortage of research on the topic in small and medium-sized enterprises (SMEs). Given the importance of SMEs for the economy and the vital role of knowledge creation in innovation, this situation is unsatisfactory. Accordingly, the purpose of our study is to increase our understanding of how SMEs create new knowledge. Data are obtained through semi-structured interviews with ten managing directors of German SMEs operating in the building and construction industry. The findings demonstrate the influence of external knowledge sources on knowledge creation activities. Even though the managing directors take advantage of different external knowledge sources, they seem to put an emphasis on informed knowledge sources. The study´s findings advance the limited body of knowledge regarding knowledge creation in SMEs.

Are winemaker consultants just another source of knowledge for innovation?

2017 ◽  
Vol 21 (6) ◽  
pp. 1523-1539 ◽  
Author(s):  
David Doloreux ◽  
Ekaterina Turkina
Keyword(s):  
Positive Influence ◽  
Wine Industry ◽  
Computer Assisted ◽  
Knowledge Sources ◽  
Content Type ◽  
External Knowledge ◽  
Telephone Interviews ◽  
External Sources ◽  
Original Survey ◽  
External Sources Of Knowledge

Purpose This paper aims to explore the effects of multiple external sources of knowledge and of the use of winemaker consultants on innovation in the Canadian wine industry. Design/methodology/approach The data for the study are taken from an original survey of wine firms in Canada covering the 2007-2009 period. The survey was carried out by computer-assisted telephone interviews, and it was addressed to winery firms that are engaged in growing grapes and producing wine. Findings The results show that the use of winemaker consultants positively affects all forms of innovation. At the same, as far as external knowledge sources are concerned, marketing sources positively affect all types of innovation, while research sources and general sources have a positive influence on particular forms of innovation. The results also show that winemaker consultants interact with other knowledge sources. Nevertheless, there are important nuances with regard to which type of knowledge sources is more compatible with the use of winemaker consultants for which type of innovation. Originality/value To date, there is no empirical evidence of the extent to which the use of external winemaker consultants and external knowledge sources interact together and what are their impacts on the introduction of different forms of innovation.

scholarly journals Prediction Markets for Crowdsourcing

2018 ◽  
Author(s):  
Christian Horn ◽  
Marcel Bogers ◽  
Alexander Brem*
Keyword(s):  
Stock Market ◽  
Open Innovation ◽  
Innovation Process ◽  
Business Practice ◽  
Prediction Markets ◽  
Knowledge Sources ◽  
Prediction Market ◽  
Online Platform ◽  
External Knowledge ◽  
Opening Up

Crowdsourcing is an increasingly important phenomenon that is fundamentally changing how companies create and capture value. There are still important questions with respect to how crowdsourcing works and can be applied in practice, especially in business practice. In this chapter, we focus on prediction markets as a mechanism and tool to tap into a crowd in the early stages of an innovation process. The act of opening up to external knowledge sources is also in line with the growing interest in open innovation. One example of a prediction market, a virtual stock market, is applied to open innovation through an online platform. We show that use of mechanisms of internal crowdsourcing with prediction markets can outperform use of external crowds.

Knowledge sources and innovation in the hotel industry

2018 ◽  
Vol 30 (6) ◽  
pp. 2537-2561 ◽  
Author(s):  
Julia Nieves ◽  
Gonzalo Diaz-Meneses
Keyword(s):  
Local Knowledge ◽  
Principal Component ◽  
Knowledge Sources ◽  
Specific Knowledge ◽  
Content Type ◽  
External Knowledge ◽  
Radical Innovations ◽  
External Agents ◽  
Non Local ◽  
Organizational Collaboration

PurposeThe purpose of this study is to identify the role played by external knowledge sources and intra-organizational collaboration as determinants of innovation in hotel firms. It proposes that local knowledge sources and intra-organizational collaboration determine the probability of producing incremental innovations, and that non-local knowledge sources determine the introduction of radical innovations.Design/methodology/approachDescriptive statistics made it possible to evaluate the importance of each of the external sources as the origin of ideas for innovation. Principal component analysis was used to find homogeneous groups based on the different knowledge sources contemplated. Multiple regression analysis was used to determine which variables predict a hotel’s capacity to introduce innovations.FindingsThe findings suggest a dissociation between innovations adopted by directly incorporating the specific knowledge provided by external agents and innovations that require the mediation of intra-organizational collaboration for their development.Research limitations/implicationsFuture qualitative studies can provide data that would considerably improve the understanding of how innovation processes are produced in hotel companies based on the use of external knowledge and how hotel firms develop spaces to exchange and combine internal knowledge.Practical implicationsHotel firms can adopt innovations by incorporating specific knowledge from external companies or by developing their own innovations based on information gathered from external agents or events (e.g. customers, attending trade fairs and professional conferences). The transformation of this information into innovations requires the establishment of internal communication channels that foment employees’ collaboration and exchange of information.Originality/valueThe study provides empirical evidence for the relevant role played by both external agents and intra-organizational relationships as sources of knowledge to foster innovation in hotel firms. External agents are classified as local and non-local sources, and their effect on innovation is analyzed, distinguishing between incremental and radical innovations.

A Critical Review of Organizing Knowledge Management for Innovation

2022 ◽  
Vol 8 (2) ◽  
pp. 7-15
Author(s):  
Asa Romeo Asa ◽  
Harold Campbell ◽  
Johanna Pangeiko Nautwima
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Diffusion Of Innovation ◽  
Business Intelligence ◽  
Network Dynamics ◽  
Knowledge Networks ◽  
External Knowledge ◽  
Knowledge Processes ◽  
Wide Range ◽  
Integrated Knowledge

This study critically reviews the literature that demonstrates the relevance of knowledge management process and business intelligence, as well as the challenges arising when it comes to organising for innovation in today’s business organisations. Hence, the to attain desired innovation it is important to integrate business intelligence (BI) and knowledge management (KM) for the diffusion of innovation. Hence, importance of integrating business intelligence (BI) and knowledge management (KM) for the diffusion of innovation. Organisations’ innovation dynamics and knowledge processes that lead competitive advantage of organisations are examined. Literature points that many organisations rely on individual employees’ knowledge and skills. As a result, information systems that enable knowledge management (KM) as a critical tool for gaining a competitive advantage (Campbell, 2012). The seminal argument in this study is that knowledge diffusion and knowledge externalities are the main drive of increase in economy. As a result, this is expected to be a win-win value proposition for such organisations integrating business intelligence and knowledge management. However, owing to changing business conditions and the rapidity of technological development, as well as the rising expenses involved with carrying out R&D operations in many of these organisations, maintaining competitive advantage through internal R&D alone is becoming increasingly challenging. The importance of innovation processes and network dynamics in the context of Integrated Knowledge Networks is explored, which provide feasible possibilities for utilising innovation as an interactive process as well as knowledge processes for creating business intelligence in organisations. Due to the challenges of organising for innovation, the organisations figured to rely on “Open innovation” approach to intentionally seek out unique knowledge and information outside of their organisational bounds. This study also discusses the challenges that organisations hurdle on in managing inter-organizational cooperation because of external knowledge sourcing techniques (Campbell, 2009). This is due, in part, to the fact that they span a wide range of organisations, people, and resources, as well as the interactions that exist between them. The creative processes and network dynamics are facilitated by an architecture that blends organisational and technical aspects in Integrated Knowledge Networks. Hence, the study focuses on twofold to sourcing external knowledge in particular: learning from international business environments and corporate venturing strategy for corporate incubators.

Competitive Advantage

2015 ◽  
pp. 195-210
Keyword(s):  
Information Systems ◽  
Small Business ◽  
Competitive Advantage ◽  
Knowledge Acquisition ◽  
Customer Orientation ◽  
The Novel ◽  
Improve Performance ◽  
Internal Resources ◽  
External Knowledge ◽  
Management Knowledge

If a small business is going to survive it must be competitive. Internally, efficient operations will contribute to lower costs. A positive environment will allow employees to gain and apply the necessary skills. Management knowledge of information systems will provide leadership. Externally, the establishment of knowledge acquisition networks will facilitate the novel use of information systems. This chapter discusses how a strategy which integrates all of the small business resources, especially those related to information systems, will improve performance. An overall customer orientation applying internal resources and accessing external knowledge will contribute to competitive advantage.

Determinants of the Use of Knowledge Sources in the Adoption of Open Source Server Software

2012 ◽  
pp. 287-304
Author(s):  
Kris Ven ◽  
Jan Verelst
Keyword(s):  
Open Source ◽  
Absorptive Capacity ◽  
Exploratory Study ◽  
Knowledge Sources ◽  
External Knowledge ◽  
Capacity Theory ◽  
Knowledge Barriers ◽  
Server Software ◽  
Use Of Knowledge ◽  
Insight Into

Previous research suggests that the adoption of open source server software (OSSS) may be subject to knowledge barriers. In order to overcome these barriers, organizations should engage in a process of organizational learning. This learning process is facilitated by exposure to external knowledge sources. Unfortunately, this leaves open the question of which factors determine which knowledge sources are used by organizations. In this study, the authors have performed an exploratory study on the determinants of the use of knowledge sources in the adoption of OSSS. The conceptual model developed in this study was based on the absorptive capacity theory. Data was gathered from 95 organizations to empirically investigate this model. Results provide a quite consistent view on how external knowledge sources are used by organizations in the adoption of OSSS. Moreover, results provide more insight into the context in which the adoption of OSSS takes place.

Sign in / Sign up

Export Citation Format

Share Document